July 3oth, 2018
Each week, I select a few articles that rise above the fray and hopefully help you on your journey in the CRE world. They pull from one of four “corners:” corporate real estate, technology, management science and anything positive. I welcome your comments on these articles.
“Elie Finegold: The forces (converging to change the CRE world are):
- Radical mobility – the ability for people to do all sorts of work and tasks from anywhere
- Service economy – the sharing of assets in an efficient way across a network of people
- Autonomy – drastically reduce the cost of moving people and goods around urban environments
All of this is part of a transportation network that is increasingly seamless, increasingly purpose built for going whatever distance you want, increasingly available on-demand, and the cost of which will decrease as autonomy becomes part of the equation. So it’s not just about people going places, it’s also about things coming to you. All of these things together, I still believe, will be one of the most profound shifts in the way that the built environment is utilized, since the invention of the mass-produced automobile.” www.disruptcre.com
“So it’s not just about people going places, it’s also about things coming to you.” By @ElieFinegold #creClick to tweet
“Atlanta’s traffic woes are a well-known story. Despite having the nation’s 9th largest transit system, we are still an auto-centric city and region, rife with congestion along our main corridors. The lesser known story, perhaps, is the remarkable level of investment and coordination currently underway among our state and regional agencies to make significant changes in how Atlantans move around and through the region.” www.atlanta.uli.org
“Public speaking is so stressful for so many people that it is routinely used as a stress manipulation in psychological studies. Tell undergrads they have 10 minutes to prepare a speech that will be evaluated by experts, and their levels of the stress hormone cortisol shoot through the roof.
Yet success in many roles requires speaking in public. In addition to presenting in my classes, I typically give a talk per week in front of groups. People ask me if speaking gets me nervous. It does not. And I give a lot of credit to my fascination with stand-up comedy. While I’m not a comedian myself, I’ve been a fan of comedians and their process for a long time, and I think there are three lessons that anyone can learn from them about public speaking.” www.hbr.org
“IF YOU’RE OLD enough to remember landlines, maybe you remember the feedback loop that turned them from must-haves to luxury items. As customers started switching to mobile, the phone companies had to raise rates on the cord keepers to cover the cost of their telephone lines. That only pushed more people to defect, exacerbating the problem—and increasing the cost.
It’s this sort of feedback loop that worries Sonny Garg. He’s the head of energy research for Uptake Technologies and spearheaded the data analytics firm’s new report showing that over the past two decades, the investor-owned utilities that represent nearly half the US grid’s electrical load saw the effective cost of generating one megawatt of electricity rise 74 percent.
Making electricity, in other words, is becoming a less profitable business. And Garg worries that these costs will eventually reach consumers and send ripples throughout the economy. “You don’t need a huge amount of people to leave to cause a huge issue with the grid,” he says.” www.wired.com
“When leaders look like they are just applying some “motivational technique” they read about, people see right through the superficial, obligatory effort. It looks like they are checking off the “I motivated someone today” box. Motivation is not something you do to people. People ultimately choose to be motivated — when to give their best, go the extra mile, and offer radical ideas. The only thing leaders can do is shape the conditions under which others do, or don’t, choose to be motivated. But the final choice is theirs.
Unfortunately, too few managers understand this, and so there is a gap between managers’ efforts and the results they’re getting. A 10-year study of more than 200,000 employees shows that 79% of employees who quit their jobs cite a lack of appreciation as a key reason, and according to Gallup’s 2017 “State of the American Workplace” report, only 21% agree their performance is managed in a way that motivates them to do outstanding work. Here are three of the most offensive forms of “motivating” I’ve seen managers employ, and three alternative approaches I’ve seen work wonderfully.” www.hbr.org
Your success blesses others. I wish you a great a hugely impactful week!